| Enterprise innovation and restructuring in current era is widely involved in all business area in China, while innovation and restructuring of state-owned enterprises are deepening gradually. The state-owned assets, especially business related, further focus on the area which is closely related to the national strategy, the national welfare and the people’s livelihood, urban security, basic resources sector, and further concentrate to the pillar industries or strategic industries in modern service industry, advanced manufacturing industries and other forerunner industry etc. However, more and more real cases have proved that the enterprise innovation and restructuring is full filled with all kinds of risks, which the failure rate of restructuring is rather high. From all of related factors, it can be found that cultural integration is an important factor which affects the consequence of enterprise innovation and restructuring. In the future market competition, it can be foreseen that the competition of culture power will become the key point in whole enterprise competition. Cultural resources will be the most economical and valuable strategic resource for enterprises’development. The one holds the competitive and development advantages is the one who shows the cultural advantage. Without attention to corporate culture, enterprises won’t last a long life cycle.Research institutes are important parts of China’s technology innovation system. In the late1990s, China has more than ten thousand Research and Development Institutes which performed the restructuring from institutes’nature to enterprises’nature. After suffering from relying on government support to surviving in the market independently, these institutes have formed a unique culture. The innovation and development of these research institutes are highly related to China’s technological progress and the construction of innovation system, therefore, the government always attached great importance to the development of these Research institutes.In2011, Research Institute A was taken over by the Central enterprises from the Shanghai Municipal State-own Assets Supervision and Administration Commission (SMSASAC) with no charge, and then, Research Institute A was changed from primary enterprises under SMSASAC to a secondary central enterprise. Research Institute A is undergoing a major transformation. Moreover, Institute A has several characteristics:Firstly, it has a long history. The institute has already lasted more than50years, and enjoys rich cultural heritage, even though the reorganization just passed four years. Secondly, the institute has a large number of researchers with highly independent and democratic thoughts; thirdly, the institute is in a good financial status. The staffs’average wage is in a quite high level, but lack of internal reforming momentum.The impact of the reorganization on Institute A is far-reaching, and its impact is first starting from the cultural change, while the success or failure of the reorganization depends on the outcome of cultural change. This article explores the relevant theory of enterprises culture and innovation, and set the Institute A as a study subject. The type of corporate culture and causes will be examined, by virtue of the questionnaires and interviews, with the consideration of culture rigidity. This article aims to study the problems and the phenomenon of the reorganization when Institute A was transferred into central enterprise and further, to address the difference and raise the reorganization countermeasures.This article attempts to find out the general rules and methods during the reorganization of Scientific Research Institutions, by analyzing the Institute A’s type of corporate culture and the practice of cultural change in reorganization, in order to provide management pattern, in terms of the concept of corporate culture and cultural change strategy, to scientific research institutes or other enterprises with high-quality talents in today’s changing market environment. |
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